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Your Name: ____________________

Your Organization: _______________

Date: _________________

Scope of the Project
Key Questions

Your Answers


1. For what job(s) would you like to have
competency models?

Consider budget, support/buy-in from key
line managers and key HR, leadership
development and OD staff.

2. For what job(s) do you have strong
influence on whether the project happens
and how it should happen?

It’s sometimes best to start with that part
of the organization where you have the
greatest influence.

Organizational Context
3. Has the organization recently developed
a mission statement, values, and a
strategic plan?

If so, it will be important to ensure
alignment of the model.

4. Does the organization have a strong
CEO or senior line leader?

If so, it may be important to ensure that
the content and format of the model
reflects this leader’s agenda.

5. Is the organization going through
significant change?

If so, it may be important to gather some
data about the target jobs from the change
leaders and from sources outside of the

6. Does the organization have a strong
culture, with values that set it apart from
other organizations in the same industry?

If so, it will be important to ensure that the
competency model reflects key
organizational values.

©2012, Workitect, Inc.


13. it will be important to gather data from multiple sources. Also. Does the organization use any internal or external HRIS programs that support HR or talent management? If so.Workitect’s WORKSHEET FOR PLANNING A COMPETENCY MODELING PROJECT 7. regarding competency models? If any previous experiences were less than satisfactory. 10. and (c) models with uniquely defined levels for each competency. it will be important to show how the current plan will avoid problems of the past. How much tolerance for complexity is there among the organization’s leaders and the key stakeholders for this project? If tolerance for complexity is moderate to high. Is it important that the competency model(s) be presented and communicated with high impact? (Often true for executive leadership models) If yes. Is it important for key stakeholders to put the organization’s stamp on a new competency model? If yes. including interviews with job incumbents. unless they are reviewed and customized. the competency models should be planned to have a format that the HRIS system can support. What is the organization’s history. Are other competency models being used in the organization? If so. it will be important to plan for a communication expert to assist in the model building process. (b) models with larger numbers of competencies. Do key stakeholders value quality and thoroughness? If yes. 2 . and to establish its validity. it may be desirable to use compatible format and content in developing new competency models. Workitect. it may be possible to plan for (a) many different competency models. the naming of competency clusters will be important. 9. 11. Inc. ©2012. it is not best to use generic competencies developed outside of the organization. 8. 12.

16. A senior sponsor is often needed to ensure that the project gets funded and to ensure participation by key stakeholders. their managers. Workitect.Workitect’s WORKSHEET FOR PLANNING A COMPETENCY MODELING PROJECT Building Support for the Project 14. 17. Is there a senior leader who will sponsor the project? List the name of that person. Inc. 15. 3 . senior HR and leadership development leaders? It may be useful to do a stakeholder analysis by listing key stakeholders. Who are the key stakeholders for the project? Consider job incumbents. How will the competency model be used? What are the highest-priority applications? Selection? Professional Development? Performance Improvement? The applications will provide almost all benefits of the competency models. identifying each stakeholder’s most important concerns. How can you involve key stakeholders in planning and/or developing the model(s)? Involvement often leads to buy-in and support. ©2012. How will the competency modeling and applications based on it benefit the organization? Consider how performance in the jobs to be modeled may affect business results. and planning ways to address those concerns. upper management. 18.

Workitect’s WORKSHEET FOR PLANNING A COMPETENCY MODELING PROJECT Staffing the Model Building Project 19. and collecting and analyzing the data. Are any of these internal staff good group facilitators? List name(s) Needed in facilitating resource panels 23. Does any of these internal staff have strong communication skills? Needed in presenting and explaining the model ©2012. 4 . learning the skills. 21. Who on the internal staff might have interest and availability to participate in the project? List name(s). Inc. then build models without external help. This will help determine answers to #19 above. Workitect. Does any of the internal staff have good interviewing skills? Needed in conducting interviews 24. behavioral event interview training will be useful for internal staff. Which statement best describes how the internal HR staff should be involved in the project? a) They should learn model-building skills as part of the project and/or attend a training program. The quality of interviewing and analysis can be higher in external consultants who have honed these skills. b) They should fully partner with external consultants in planning the project. c) They should support external consultants as needed. Development can be valuable. If selection will be an application. 20. and can raise the credibility of the HR staff as being major contributors to organizational performance improvement.

a virtual resource panel might be necessary. 26. it will be necessary to conduct interviews with some superior performing job incumbents. transcribing and analyzing interviews may be too expensive.. Does the project sponsor know any external industry experts who might be interviewed? This can be important in developing a model for a CEO or COO or when the company is developing a competency model for a job that is new to the company.g. Is there a very limited budget for the project? If so. Will managers of job incumbents make themselves available to attend a 4 to 6hour resource panel to help identify job requirements? If not. Inc. the alternative is to try to get their input through a one-hour interview. interviews will be needed. 27. conducting. can they be pulled together for a resource panel? If not. Interviews can provide detailed examples of behavior that are useful in developing training applications. 30. 28. Workitect. executive leader?) If so. 29. Are job incumbents and their managers widely distributed geographically? If so. Will the competency model be for one target job or job category? (e. 5 . and the data will likely come primarily from resource panels. project manager.Workitect’s WORKSHEET FOR PLANNING A COMPETENCY MODELING PROJECT Deciding on Data Sources 25. Is it important to develop a detailed understanding of how superior performers get superior results? If so. sales representative. ©2012.

Source: Workitect’s Building Competency Models workshop Workitect. Are models needed for a set of jobs within one function (e. to identify the technical and non-technical competencies and their required levels. Workitect. Can key job behaviors be easily observed (e.. marketing)? If so. Info@workitect. for each job. by listening to customer service calls)? If so.g.g. it may be desirable to include some observation of superior performers.. and then (b) hold a 4-6 hour meeting with a group of leaders from that function.com ©2012.Workitect’s WORKSHEET FOR PLANNING A COMPETENCY MODELING PROJECT 31. 800-870-9490 6 . Inc. it will be important to (a) hold interviews with several people from the function to identify the required technical skills. Inc. 32.